Creating Opportunities To Succeed

aka Coalition on Temporary Shelter   |   Detroit, MI   |
GuideStar Charity Check


EIN: 38-2420565


COTS mission is to create and facilitate opportunities that empower families in poverty to collaborate, thrive, and succeed in building strong households, neighborhoods, and communities.

Ruling year info


Chief Executive Offier

Mrs. Cheryl P. Johnson

Main address

26 Peterboro Street Suite 100

Detroit, MI 48201 USA

Show more contact info



Subject area info

Basic and emergency aid

Housing services

Homeless shelters

Homeless services

Population served info


Homeless people

NTEE code info

Other Housing Support Services (L80)

Emergency Assistance (Food, Clothing, Cash) (P60)

Homeless Services/Centers (P85)

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Families experiencing and overcoming homelessness need more than a safe space and meals. They require services and support that help them break the cycle of poverty to permanently end homelessness for themselves and their children. Other families are at risk of homelessness and require services to maintain housing and improve their overall stability. For 40 years, COTS has served the most vulnerable members of the Detroit community with shelter, affordable and supportive housing, child care, and other basic needs. Over time, we noticed an increasing number of families with children enter our emergency shelter only to see these children return years later as adults with children of their own. We realized that while we were providing vital housing to hundreds of families experiencing homelessness, we were not addressing what was, more often than not, the root cause of that homelessness. We were witnessing cycles of generational poverty that housing alone would not eliminate.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Shelter and Supportive Housing

COTS provides housing and support to more than 1,000 people daily —and more than 60 percent of those served are children. Our Programs include emergency shelter for families; supportive housing with assistance for addiction, disability, or illness; and affordable housing. Services include workforce development support and training, financial empowerment training, and children’s services such as learning labs to support academic success, drop-in child care to help working parents, and child development services for families experiencing homelessness.

The theory of change that undergirds all of COTS services is COTS Passport to Self-Sufficiency™ (PTS). PTS is a research-based transformative strategy of coaching and mentoring designed to create poverty-resistant families by focusing on housing, financial empowerment, health, and well-being, education, and training, and employment and career development.

Population(s) Served

Where we work

Affiliations & memberships

Certified EMPath Mobility Mentoring Practitioner Agency 2023

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Average number of service recipients per month

This metric is no longer tracked.
Totals By Year
Related Program

Shelter and Supportive Housing

Type of Metric

Output - describing our activities and reach

Direction of Success


Number of people no longer couch surfing or doubling up with others as a result of the nonprofit's efforts

This metric is no longer tracked.
Totals By Year
Related Program

Shelter and Supportive Housing

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Context Notes

The number of heartbeats (persons) who found refuge in Peggy's Place Family Emergency Shelter thus no longer couch surfing, doubling up, or sleeping in vehicles or other inadequate spaces.

Number of homebuyers/tenants with low incomes receiving housing subsidies as a result of the nonprofit's efforts

This metric is no longer tracked.
Totals By Year
Related Program

Shelter and Supportive Housing

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

COTS explores and implements frameworks aimed at addressing needs within the community we serve. SOCIAL IMPACT: This strategy embodies the significantly positive result of partnering with families to help them thrive in their households, neighborhoods, and communities.

COTS is committed to furthering our advocacy work for families we partner with through ADVANCEMENT OF INCLUSION, DIVERSITY, EQUITY, & ACCESS: This strategy assists in developing the understanding and practice of racial equity and inclusion principles.

COTS invests in the capacity of our organization through ORGANIZATIONAL DEVELOPMENT: This strategy is set to create and sustain a dynamic culture and environment of learning and applied knowledge that fosters high-functioning board members, leaders, and teams, resulting in quality outcomes.

COTS Organizational Development goals include:
• Cultural alignment with our values, mission, and purpose
• An engaged knowledgeable and informed Board of Directors
• Strategic recruitment of engaged, Knowledgeable, and informed staff
• Continuous evaluation of the effectiveness of organizational strategies and tactics

COTS Advancement goals include:
• Engaging affected populations and stakeholders
• Identifying and addressing root causes of inequities
• Assessing policies and decision-making practices
• Gathering and analyzing data

COTS Social Impact goals include:
• Advancement in the 5 Passport Domains for both parents and children
• Local and national advocacy
• Neighborhood engagement

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We take steps to ensure people feel comfortable being honest with us, We act on the feedback we receive, We share the feedback we received with the people we serve

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 5.31 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 3.4 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 27% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990


Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data


Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data


Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of COTS’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $4,266,256 $2,824,926 $1,308,482 $1,135,366 $536,918
As % of expenses 53.9% 34.3% 18.1% 15.4% 7.4%
Unrestricted surplus (deficit) after depreciation $3,977,390 $2,561,022 $943,201 $761,636 $158,032
As % of expenses 48.5% 30.1% 12.4% 9.8% 2.1%
Revenue composition info
Total revenue (unrestricted & restricted) $13,894,022 $11,076,514 $7,154,492 $8,999,514 $7,637,731
Total revenue, % change over prior year 17.6% -20.3% -35.4% 25.8% -15.1%
Program services revenue 2.5% 3.0% 5.0% 3.7% 4.6%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 1.0% 2.0% 5.0% 1.3% -0.8%
Government grants 20.1% 23.7% 38.2% 39.5% 46.5%
All other grants and contributions 76.1% 56.1% 51.7% 55.4% 47.1%
Other revenue 0.2% 15.1% 0.1% 0.0% 2.5%
Expense composition info
Total expenses before depreciation $7,910,901 $8,247,729 $7,229,508 $7,359,220 $7,216,261
Total expenses, % change over prior year -4.3% 4.3% -12.3% 1.8% -1.9%
Personnel 49.1% 46.7% 50.8% 49.3% 51.3%
Professional fees 2.9% 6.8% 4.2% 6.3% 4.4%
Occupancy 23.7% 20.1% 23.2% 23.3% 22.7%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 12.2% 9.8% 2.8% 1.3% 1.0%
All other expenses 12.1% 16.7% 19.0% 19.9% 20.5%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $8,199,767 $8,511,633 $7,594,789 $7,732,950 $7,595,147
One month of savings $659,242 $687,311 $602,459 $613,268 $601,355
Debt principal payment $0 $0 $0 $655,000 $350,000
Fixed asset additions $1,957,288 $3,830,448 $1,688,989 $1,492,646 $0
Total full costs (estimated) $10,816,297 $13,029,392 $9,886,237 $10,493,864 $8,546,502

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 3.2 5.3 6.2 3.5 5.1
Months of cash and investments 21.0 16.2 18.9 15.1 16.6
Months of estimated liquid unrestricted net assets 24.7 22.2 25.8 23.7 27.4
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $2,110,748 $3,614,543 $3,755,475 $2,122,325 $3,079,572
Investments $11,762,757 $7,490,382 $7,608,480 $7,145,778 $6,887,626
Receivables $4,914,743 $7,563,065 $7,739,406 $8,564,103 $9,228,367
Gross land, buildings, equipment (LBE) $6,078,517 $9,908,965 $11,597,956 $13,090,602 $11,118,964
Accumulated depreciation (as a % of LBE) 52.1% 34.6% 32.7% 31.9% 39.2%
Liabilities (as a % of assets) 5.8% 5.6% 14.5% 10.2% 8.1%
Unrestricted net assets $18,828,664 $21,389,686 $22,332,887 $23,094,523 $23,252,555
Temporarily restricted net assets $2,555,414 $2,555,414 N/A N/A N/A
Permanently restricted net assets $324,042 $324,042 N/A N/A N/A
Total restricted net assets $2,879,456 $2,879,456 $1,144,728 $1,462,220 $1,164,270
Total net assets $21,708,120 $24,269,142 $23,477,615 $24,556,743 $24,416,825

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Form 1023/1024 is not available for this organization

Chief Executive Offier

Mrs. Cheryl P. Johnson

Cheryl P. Johnson is a remarkable figure in Metropolitan Detroit, known for her transformative leadership. As the CEO of COTS and an Integral Life Coach, Cheryl is a dedicated servant leader with a purpose-driven approach. For more than three decades, she has tirelessly improved the lives of families overcoming poverty in Detroit through her work at COTS, leading a committed team and serving thousands of families annually. Cheryl's thought leadership is evident in COTS's Passport to Self-Sufficiency™, a theory of change aimed at breaking the cycle of poverty for future generations. Her coaching approach, informed by her training as an Integral Life Coach, emphasizes self-awareness and intentionality to foster long-term success. Cheryl's ability to challenge limiting narratives has inspired countless breakthrough insights in both COTS residents and executive coaching clients. Her impact on individuals and organizations is profound, as she fosters inspiration, teamwork, and growth.

Number of employees

Source: IRS Form 990


Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.


Board of directors
as of 09/19/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Ms. Linda Koos

Board co-chair

Mr. Jeffrey Rivera

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Torre Palermino


Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 8/17/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Black/African American
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Decline to state

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 08/17/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.


Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser